Dijital stratejik yönelimden sürdürülebilir performansa: İş araştırmalarında ampirik bulgular

Öz

Modern endüstrinin dijital nabzı içinde, dijital stratejik yönelim, geleceğin mimarı olarak hareket eder; teknolojik adaptasyon ve veri hakimiyeti için bir temel oluştururken, geleneksel iş normlarını aşan bir sürdürülebilirlik yolunu inşa eder. Bu çalışma, dijital stratejik yönelimin sürdürülebilirlik performansını hangi ölçüde şekillendirdiğini ortaya çıkarmayı amaçlamaktadır. Kaynak temelli görüş teorisine dayanan bu araştırma, titizlikle yapılandırılmış bir metodoloji kullanarak Bosna-Hersek iş ortamında faaliyet gösteren 115 işletmeden toplanan veriler üzerinde çoklu regresyon analizi gerçekleştirmiştir. Araştırma bulguları, dijital stratejik yönelimin sürdürülebilir performans üzerinde güçlü ve olumlu bir etkisi olduğunu vurgulamaktadır; bu etki, finansal sonuçlar, sosyal sorumluluk ve çevresel performans olmak üzere üç kritik boyutta kendini göstermektedir. Bu çalışma, literatüre özgün bir katkı sunarken, dijital stratejik yönelimin sürdürülebilir performansı artırmada bir katalizör görevi gördüğünü ampirik olarak ortaya koyarak yöneticilere somut içgörüler sağlamaktadır. Daha spesifik olarak, pratik çıkarımlar, dijital stratejik yönelimi aktif olarak operasyonlarına entegre eden firmaların verimliliklerini artırabileceklerini, kaynak israfını en aza indirebileceklerini ve finansal istikrarlarını güçlendirebileceklerini göstermektedir. Aynı zamanda, bu firmalar paydaş güvenini pekiştirerek ve mevzuat uyumluluğunu sağlayarak, giderek daha dijitalleşen ve çevreye duyarlı bir pazarda uzun vadeli sürdürülebilir büyüme için kendilerini konumlandırabilirler.

Anahtar Kelimeler

• dijitalleşme
• dijital stratejik yönelim
• yapay zeka
• sürdürülebilirlik
• sürdürülebilir performans

From digital strategic orientation to sustainable performance: empirical findings in business research

Abstract

Within the digital pulse of modern industry, digital strategic orientation acts as an architect of the future, laying the foundation for technological adaptability and data mastery while constructing a pathway to sustainability that transcends conventional business norms. This study aimed to uncover the extent to which digital strategic orientation shapes sustainability performance. Anchored in the resource-based view theory, this study employs a thoroughly structured methodology, utilizing multiple regression analysis to derive insights from data gathered across 115 enterprises operating within the business landscape of Bosnia and Herzegovina. The research findings underscore a strong, positive impact of digital strategic orientation on sustainable performance, manifesting across its three critical dimensions—financial outcomes, social responsibility, and environmental performance. This study provides a novel contribution to the literature and offers tangible managerial insights by empirically showcasing how digital strategic orientation serves as a catalyst for enhancing sustainable performance. More specifically, the practical implications indicate that firms actively integrating digital strategic orientation into their operations can enhance efficiency, minimize resource waste, and improve financial stability, while simultaneously strengthening stakeholder trust and ensuring regulatory compliance, ultimately positioning themselves for long-term sustainable growth in an increasingly digital and environmentally conscious market.

Keywords

• digitalization
• digital strategic orientation
• AI
• sustainability
• sustainable performance

Kaynakça

1. Ahmić, A. (2024). The green procurement and green manufacturing practices, opportunities and challenges. 28. International conference of International University Travnik in cooperation with University of Maribor.
2. Ahmić, A., Šunje, A., & Kurtić, E. (2016). The influence of top manager's personal values on sustainability of SMEs in developing countries. Journal of Corporate Governance, Insurance, and Risk Management (JCGIRM), 3(1), 27-49.
3. Ahmić, A. (2022a). Strategic sustainability orientation influence on organizational resilience: moderating effect of firm size. Business Systems Research, 13(1), 169-191.
4. Ahmić, A. (2022b). Business model for continuous enterprise sustainability. Management and Business Research Quarterly, 22(2), 33-50. https://eurokd.com/EJSMB(MBRQ/doi/10.32038/mbrq.2022.22.04.pdf
5. Ardito, L., Raby, S., Albino, V., & Bertoldi, B. (2021), The duality of digital and environmental orientations in the context of SMEs: implications for innovation performance. Journal of Business Research, 123, 44-56.
6. Bendig, D., Schulz, C., Theis, L., & Raff, S. (2023). Digital orientation and environmental performance in times of technological change. Technological Forecasting & Social Change, 188, 1-13.
7. Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471e482.
8. Bughin, J., & Van Zeebroeck, N. (2017). The best response to digital disruption. MIT Sloan Management Review. 58(4), 80-86.

9. Chong, H. (2008). Measuring performance of SMEs: The grounded theory approach. Journal of Business and Public Affairs, 2(1), 1-10.
10. Ciasullo, M.V., Montera, R., & Douglas, A. (2022). Building SMEs’ resilience in times of uncertainty: the role of big data analytics capability and co-innovation. Transforming Government: People, Process and Policy, 16(2), 203-217.
11. Deloitte. (2024). Deloitte 2024 CxO sustainability report. https://www.deloitte.com/uk/en/issues/climate/cxo-sustainability-report.html?utm_source=chatgpt.com
12. Drnevich, P. L., & Croson, D. C. (2013). Information technology and business-level strategy: Toward an integrated theoretical perspective. MIS Quarterly, 37(2), 483e509.
13. ERT. (2024). The digital transformation of industry. https://ert.eu/wp-content/uploads/2024/07/ERT-The-Digital-Transformation-of-Industry_July-2024.pdf
14. Fauzi, H., Svensson G., & Rahman, A. (2010). “Triple bottom line” as “sustainable corporate performance”: a proposition for the future. Sustainability, 2(5), 1345-1360.
15. Garcia, A. S., Mendes-Da-Silva, W., & Orsato, R. (2017). Sensitive industries produce better ESG performance: evidence from emerging markets. Journal of Cleaner Production, 150, 135–147.
16. Gavrea, C., Ilies, L., & Stegerean, R. (2011). Determinants of organizational performance: The case of Romania. Management & Marketing, 6(2), 285-300.
17. Hair, J.F., Black, W.C., Babin, B.J., & Anderson, R.E. (2019). Multivariate data analysis (8th ed.). Cengage Learning.
18. Joesoep, B. J., Daihani, D. U., & Kusnadi (2023). Impact of strategic digital orientation and digital dynamic capability on company performance as mediated by company readiness and digital innovation. International Journal of Operations and Quantitative Management, 29(2), 86-114.
19. Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, not technology, drives digital transformation. MIT Sloan Management Review and Deloitte University Press.
20. Khin, S., & Ho, T. C. (2018). Digital technology, digital capability and organizational performance: A mediating role of digital innovation. International Journal of Innovation Science, 11(2), 177-195. https://doi.org/10.1108/IJIS-08-2018-0083
21. Kindermann, B., Beutel, S., Garcia de Lomana, G., Strese, S., Bendig, D., & Brettel, M. (2021). Digital orientation: conceptualization and operationalization of a new strategic orientation. European Management Journal, 39(5), 645–657.
22. LSEG. (2024). Environmental, social and governance scores from LSEG. https://www.lseg.com/content/dam/data-analytics/en_us/documents/methodology/lseg-esg-scores-methodology.pdf
23. Markets and Markets. (2024). Digital transformation market. https://www.marketsandmarkets.com/Market-Reports/digital-transformation-market-43010479.html
24. Nizamuddin, M. (2018). Corporate social responsibility and corporate financial performance: An exploratory study of measurement approach selection issues. International Refereed Journal of Reviews and Research, 6(1), 12–42.
25. Quinton, S., Canhoto, A., Molinillo, S., Pera, R., & Budhathoki, T. (2018). Conceptualising a digital orientation: antecedents of supporting SME performance in the digital economy. Journal of Strategic Marketing, 26(5), 427-439.
26. Renaldo, N., & Augustine, Y. (2022). The effect of green supply chain management, green intellectual capital, and green information system on environmental performance and financial performance. Archives of Business Research, 10(10), 53–77.
27. Statista. (2024a). Artificial intelligence worldwide. https://www.statista.com/outlook/tmo/artificial-intelligence/worldwide#market-size
28. Statista. (2024b). Spending on digital transformation technologies and services worldwide from 2017 to 2027. https://www.statista.com/statistics/870924/worldwide-digital-transformation-market-size/
29. Thomas Reuters. (2024). 2024 state of corporate ESG: navigating new frontiers of regulation and AI. https://www.thomsonreuters.com/en-us/posts/esg/corporate-esg-report-2024/
30. Twilio. (2020). Covid-19 digital engagement report. https://pages.twilio.com/rs/294-TKB-300/images/Twilios-Covid-19-Digital_Engagement_Report_4832.pdf